Impact of Sustainability Practices and Green Leadership on Organizational Performance and Corporate Image: Evidence from Saudi Enterprises

Impact of Sustainability Practices and Green Leadership on Organizational Performance and Corporate Image: Evidence from Saudi Enterprises | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Impact of Sustainability Practices and Green Leadership on Organizational Performance and Corporate Image: Evidence from Saudi Enterprises Hassan Karawya This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-5051342/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract The main objective of the study was to identify the impact of sustainability practices and green leadership on organizational performance and corporate image in Saudi enterprises. The researcher relied on the descriptive analytical method as a research methodology. The sample consisted of (364) individuals from Saudi companies who were selected using a systematic random technique. The researcher formulated a questionnaire as the main tool for collecting data from the study sample. The findings of the study revealed that there were statistically significant positive effects of sustainability practices and green leadership dimensions on organizational performance and corporate image in Saudi enterprises. The researcher recommended establishing internal policies that encourage sustainable practices and motivate the adoption of responsible environmental, economic, and social behaviours. Management Sustainability Practices Green Leadership Organizational Performance Corporate Image Introduction Every organisation is required to actively participate in environmental sustainability initiatives by implementing practices that prioritise the careful selection and maintenance of environmentally friendly inputs, processes, and outputs (Sopiah, Sangadji & Islami, 2024). After the Brundtland Report was released in 1987 by the United Nations World Commission on Environment and Development, sustainability made its literary debut. Promoting a balance between social justice, environmental preservation, and economic development was the report's primary goal (Albatayneh, 2024). Organisations are under considerable amounts of pressure to protect the ecosystem and pursue sustainable performance because of the changing consumer demands, regulatory, legislative, and technical landscapes as well as changes in business practices (Khan et al., 2023). Companies with a high level of sustainability are more likely to have stakeholder engagement procedures in place and disclose nonfinancial performance more frequently (Eccles, Ioannou & Serafeim, 2014). That is to say, sustainability in the social, economic, and environmental domains has a significant impact on performance (Festus & Osagie, 2023). Pham et al. (2021) indicate a positive relationship between sustainability practices and financial performance as reflected in earnings, return on equity, return on asset, and return on capital employed. Consistent with what has been mentioned above, Bernal-Torres et al. (2023) have confirmed that organizational performance is more directly impacted by business sustainability . Jafari (2017) shows that environmental and financial performance are more significantly impacted by internally orientated environmental practices such as internal environmental management and socially sustainable practices . To improve sustainable performance, companies are under increasing pressure to adopt green leadership as stakeholders grow more environmentally sensitive. Green organisational leadership has emerged as a key topic in sustainability studies (Dam et al., 2023). This management approach prioritises both environmental and organisational goals by aligning environmental concerns with corporate objectives. Businesses that are attempting to reconcile social responsibility, sustainability, and economic success are finding that green leadership is an essential tool. While following the principles of "soft human resources management," green leadership raises employee work satisfaction and organisational social appraisal (Javed et al., 2024). Khan et al. (2023) suggest that green leadership techniques can improve the exchange of environmental knowledge, which boosts business profitability and financial performance . Contemporary business organizations are said to be driven by a green corporate image (Bathmanathan & Hironaka, 2016). Businesses work hard to be innovative and project a positive image in the modern business world. Businesses that use green practices and generally project an environmentally friendly image have an impact on the decisions that consumers make about what to buy. Customers adore being associated with businesses that protect the environment. Businesses that convey this green image through their publications, promotions, advertisements, and social responsibilities will undoubtedly gain a large following of devoted clients (Widyastuti et al., 2019). Creating sustainability plans could benefit these businesses by improving their image with stakeholders and enabling them to be sustainable (Zameer et al., 2024). Statement of the Problem In recent decades, environmental challenges have become a major concern not only for academics but also for governments and organisations (Al-Sawy,2023). In developing countries, there is a significant disparity in the actual implementation of sustainable practices and their effects on the different variables related to the organizational environment (Vaishnani & Parmar, 2021). Investigating green leadership in policymaking is vital right now to ensure a sustainable future (Nurasa, 2024). The business community has been paying increasing attention to green leadership in recent years, but not many studies have looked at the internal mechanisms and external factors that connect green leadership to organizational performance (Su et al., 2020). In addition, the relationship between sustainability-related activities such as reporting and other practice adoption and financial performance gains is still an important research area from a business standpoint. There is a lack of research on how sustainable business practices implementation can be linked with current business operations to produce nonfinancial and financial success for organisations (Vaishnani & Parmar, 2021). The question of whether and how sustainability-oriented business policies could spur innovation and improve a business's image among external stakeholders is a neglected area of research (Zameer et al., 2024). According to Saudi Vision 2030, all Saudi enterprises must be committed to adhering to sustainable practices in all activities (Saudi Vision 2030, 2016). Although investors and regulators are increasingly interested in Saudi companies' environmental and social performance, their effects and implications for business environments remain vague (Capital Market Authority, 2023). Based on what has been mentioned above, the researcher sees the statement of the problem to revolve around identifying the impact of sustainability practices and green leadership on organizational performance and corporate image: evidence from Saudi enterprises. Questions of the Study The main questions of the study can be reviewed as follows: What is the effect of sustainability practices on the organizational performance of Saudi companies? What is the effect of sustainability practices on the corporate image of Saudi companies? What is the effect of green leadership on the organizational performance of Saudi companies? What is the effect of green leadership on the corporate image of Saudi companies? Hypotheses of the Study The main hypotheses of the study can be shown as follows: There is a statistically significant effect at a significance level (α ≤ 0.05) for sustainability practices on the organizational performance of Saudi companies. There is a statistically significant effect at a significance level (α ≤ 0.05) for sustainability practices on the corporate image of Saudi companies. There is a statistically significant effect at a significance level (α ≤ 0.05) for green leadership on the organizational performance of Saudi companies. There is a statistically significant effect at a significance level (α ≤0.05) for green leadership on the corporate image of Saudi companies. Objectives of the Study The main objectives of the study can be formulated as follows: Identifying the effect of sustainability practices on the organizational performance of Saudi companies. Determining the effect of sustainability practices on the corporate image of Saudi companies. Discussing the effect of green leadership on the organizational performance of Saudi companies. Verifying the effect of green leadership on the corporate image of Saudi companies. Significance of the Study Sustainability and environmental responsibility are key components of Saudi Arabia's Vision 2030. Enterprises can contribute to wider economic and social goals by aligning their strategy with national objectives through the identification of the impact of sustainability practices. Opportunities for cooperation and government support may be improved by this alignment. Saudi Businesses can enhance their overall performance by recognising the impact of sustainable initiatives. Businesses may maximise resource utilisation, cut expenses, and boost operational effectiveness by using eco-friendly methods through the lens of green leadership. Having a positive company image is essential for drawing in talent, investors, and clients. By showcasing their dedication to sustainability and green leadership, companies may establish a favourable image, set themselves apart from rivals, and cultivate customer loyalty. In Saudi Arabia, where cultural beliefs promote sustainability, this is particularly crucial. Definitions of the Study The main definitions of the study can be investigated as follows: Sustainability Practices: Sustainability practices in Saudi enterprises are increasingly geared toward combining economic growth with environmental and social responsibilities. Companies that embrace these practices can help to ensure a more sustainable future while also aligning with national development goals. Green Leadership: Green Leadership in Saudi business refers to the concept of steering organisations towards sustainable development and environmental stewardship while balancing economic objectives. It entails a determination to incorporate environmental concerns into business plans, operations, and corporate culture. Organizational Performance: Organisational performance in Saudi business refers to an organization's efficacy and efficiency in meeting its goals and objectives while maximising resources. This notion includes both financial and non-financial metrics such as financial performance, operational efficiency, staff involvement, customer satisfaction, and sustainability. Corporate Image: Corporate image in Saudi business is a complicated notion influenced by reputation, brand identity, stakeholder views, CSR initiatives, communication techniques, product quality, and cultural relevance. A positive business image is critical for earning trust, customer loyalty, and a competitive advantage in the Saudi market. Literature Review i. Sustainability Practices Business leaders must increasingly think about taking the lead in addressing the socioeconomic issues that business operations may bring to the general public and its stakeholders as the conversation about corporate social responsibility and sustainability in the industry continues to grow (Dzage & Pierog, 2023). Under the auspices of corporate social responsibility, large firms are widely understood to be required to implement such ecological and community-minded practices (Salimzadeh, 2016; Susanto, Arafah & Husin, 2017). The management of an organization's operations with the utmost consideration for the environment, economy, and people is known as sustainability. Over the past 20 years, the concept of corporate sustainability has gained global recognition as organisations have become more conscious of sustainable development (Megahed, Ismaeel & George, 2023). Businesses want to get a high ranking in sustainability indices because they want to be recognised globally for their corporate sustainability. Sustainable business practices are widely adopted by organisations indicating that they consider not only profit but also sustainability in the social, environmental, and economic spheres (Cherian & Farouk, 2017; Hertlein, 2017; Pawaskar & Khan, 2021). According to earlier research, sustainability is now a strategic requirement for all companies (Fauzi et al., 2021). The adoption of sustainable practices is critical to an organization's ability to expand and survive in the global marketplace (Pawaskar & Khan, 2021). Businesses are starting to realise the benefits of aligning their operations with sustainable practices. Many organisations can achieve improved performance and higher profits by investing more in various sustainable strategies. Long-term commercial success is consistently shown in organisations that utilise more sustainable practices. Sustainability practices can mitigate the negative effects of global social, economic, and environmental concerns such as enormous labour force outflows, tremendous financial pressure on municipal budgets, and population ageing. As a result, firms must aggressively pursue creative business strategies that can give financial and non-financial benefits to an organisation as well as the entire society (Mostepaniuk, 2022). The implementation of sustainability in business organizations includes the following dimensions: Economic Dimension : It is defined as the relationship between the production and distribution of added value to shareholders and employees, taking into account not just the state of the market but also considerations like dependability, honesty, and concern. An organization's financial performance needs to be favourable for it to have a higher chance of success, survival, and employee welfare. Consequently, the impact of operations on stakeholders and communities can be taken into account through sustainability and economic indicators. It is also necessary to take regional, national, or local economic development into account. Consequently, it appears that financial performance is a required but not sufficient requirement. Assessing from the perspective of a larger context is crucial. Social Dimension : It is the extent an organization's social dimension is determined by specifying the impact it has on the social well-being of its partners, associated communities, and the region in which it operates. This dimension refers to the shared and supplementary or complementary obligations of management staff such as managers, investors, partners, as well as employees and suppliers, who are expected to foster and enable work-life quality and holistic growth (Gallegos, Julcamoro & Miranda-Guerra, 2024). Environmental dimension : In the area of the environment, the focus should be on tracking and mitigating the detrimental effects that business has on the environment. Some examples of these effects include the creation of environmentally friendly products, recycling garbage, safeguarding natural resources, and using alternative energy sources (Paurova & Chlebikova, 2020). Firms can lessen their environmental impact by using energy-efficient technologies, cutting waste, preserving resources, and encouraging recycling and appropriate disposal practices. By reducing greenhouse gas emissions, protecting natural resources, and generally lessening the effects on the environment, these initiatives help (Ibrahim, 2022; Festus & Osagie , 2023). ii. Green Leadership The nature of the leadership concept has been questioned by several academics and experts. Referring to the idea of social impact, leadership is a psychological trait and a process. Because the leadership process only explains how a behavioural and attitude shift inside a psychological group can happen (European Union, 2022). With the realisation that businesses cannot continue to operate irresponsibly causing damage to the environment, green leadership has remarkably developed in the recent past. When environmental issues are pursued in line with business goals, there is a management emphasis on both the environment and organisational objective (Javed et al., 2024). Over the past ten years, the idea of "green leadership" has been increasingly attractive. Businesses are putting green transformation into practice in both their daily operations and manufacturing to hasten the scheduled achievement of carbon peaking and neutrality. To accomplish sustainable goals, more research has been done on this new notion of leadership, with a focus on leadership philosophies that support the environment. Research on green leadership that has already been done primarily concentrates on green transformational leadership, contending that when it comes to environmental preservation, green leadership is a variation of transformational leadership (Wang et al., 2023; Hu et al., 2022). Leaders who adopt sustainable practices enhance their reputation as conscientious change agents who can challenge and spearhead paradigm shifts in business and give ethical principles priority when making decisions and doing business. Additionally, they can encourage others in the company to take up more eco-friendly habits, strengthening enduring pledges to sustainable business practices (Juniarti et al., 2024). To establish a company's sustainable development, green transformational leadership is essential (Zain et al., 2023). The degree to which a company's leaders support and implement green management will determine how successful the company's green transformation is. In addition to focussing on the enhancement of employee and organisational performance, business leaders with a green leadership orientation typically set stricter environmental policies, assist businesses in researching, developing, and manufacturing environmentally friendly products, offer services for environmental protection, and strike a balance between economic growth and environmental preservation (Wang et al., 2023). iii. Organizational Image Corporate image is the culmination of all efforts related to the company's corporate identity, culture, and design that are communicated through the organization's deliberate information transmission (Olaoye, Iyiola & Moses, 2019). A company's corporate image plays a critical role in its growth. A corporation that projects a positive image to its stakeholders will be better able to forge strong bonds with them and ultimately increase earnings (Chen & Xu, 2022). Maintaining a positive public image and attracting and retaining customers are key goals of business image management initiatives. Customers may alter their consumption patterns and encourage sustainable consumption with the support of a positive company image. In the context of corporate image, corporate social responsibility assumes significance as it demonstrates how businesses themselves address social, economic, and environmental issues (Makūnaitė & Kiaušienė, 2022). Sustainability has grown in significance to a business's image in recent years. Consumers are expecting companies they do business with to take steps to lessen their environmental effects as they become more environmentally conscious. Businesses may show that they are dedicated to making a positive influence on the world and earning the trust of their customers by implementing sustainable practices (Sujanska & Nadanyiova, 2023). iv. Organizational Performance Organisational performance has been the subject of numerous studies from various perspectives. When organisations first begin to generate and provide value to their internal and external stakeholders, the term "organisation performance" becomes a critical measurement (Alhadid & Abu-Rumman, 2014). Corporate sustainability initiatives may greatly enhance an organization's non-financial performance by giving it the power it needs to pursue possibilities in new markets, increase customer happiness and loyalty, and strengthen its competitive edge (Festus & Osagie, 2023). The financial performance of an organisation may be significantly impacted by sustainability initiatives. Sustainability practices have the potential to generate long-term value for organisations through lowering operational costs, enhancing brand recognition, adhering to regulations, minimising risks, and stimulating innovation. Sana (2022) supported the notion that the implementation of sustainable practices helps improve sales growth, profitability, and market share. The organization's financial performance is positively impacted by sustainability exploration and exploitation techniques. Research Procedures First: study methodology : The researcher relied on the descriptive analytical method as a research methodology, as it is the most appropriate according to the nature of the research . Second: Research Community and Sample : The research community consists of all employees in Saudi companies, and due to the large size of the community, the sampling method was relied upon, as it was applied to (364) individuals from the study community who were selected in a systematic random manner . Third: Characteristics of the research sample : Table No. (1): Distribution of sample individuals according to their characteristics Gender Frequencies Percentage % Male 247 %67.86 Female 117 %32.14 Overall score 364 %100.0 Qualifications Frequencies Percentage % Bachelor's degree or less 289 %79.40 Master's degree 53 %14.56 PhD 22 %6.04 Overall score 364 %100.0 Years of Experience Frequencies Percentage % Less than 5 years 118 %32.42 5 to less than 10 years 148 %40.66 10 years or more 98 %26.92 Overall score 364 %100.0 Fourth: Validity and reliability of the tool: The researcher formulated a questionnaire, and its validity and reliability were confirmed in many ways, such as the validity of the arbitrators; where the questionnaire was sent to the arbitrators to judge the linguistic formulation, its clarity, and the extent to which the statements belong to the questionnaire, and (84%) of the arbitrator agreed on it, and thus the questionnaire in its final form after arbitration was composed of (51) statements, distributed over four axes, and the internal consistency validity of the questionnaire axes was calculated. The internal consistency validity was calculated by calculating the Pearson correlation coefficient between the degrees of each statement with the total degree of the axis to which the phrase belongs from the questionnaire axes, all of which were statistically significant at a significance level of (0.01); Where it ranged in the first axis: Sustainability practices between (.829**-.844**), and in the second axis: Green leadership between (.894**-.954**), and in the third axis: Organizational performance between (.672**-.853**), while in the fourth axis: Corporate image it ranged between (.772**-.863**), and the general structural validity of the questionnaire axes was verified by finding the correlation coefficients of the axes with the total score of the questionnaire, and they came with high values; as they ranged between (.833**-.865**), and all of them were statistically significant at a significance level of (0.01), and the Cronbach's alpha reliability coefficients were calculated for the axes and the general average of the questionnaire, and it was found that the values of the Cronbach's alpha coefficients for the axes ranged between (.675-.889), and the value of the total reliability coefficient for the questionnaire axes reached (.850); These values of the reliability coefficients indicate the validity of the questionnaire for application and its reliability. Fifth: Statistical methods: Based on the nature of the study and the objectives that the researcher sought to achieve, the data were analyzed using the Statistical Package for the Social Sciences (SPSS) program, and the results were extracted according to the following statistical methods: frequencies and percentages, means, standard deviations, Pearson's correlation coefficient, Cronbach's alpha coefficient, simple linear regression analysis, and range equation: to describe the arithmetic mean of responses to each statement and dimension as follows: Discussion First: Descriptive statistics for study variables I. Descriptive statistics for the responses of the study sample members regarding the sustainability practices variable Means and standard deviations were calculated for the dimensions of the first axis "sustainability practices", and then these dimensions were arranged in descending order according to the mean for each dimension, as shown in the following table: Table No. (2): Means and standard deviations for the responses of the sample members to the first axis: sustainability practices Serial Dimensions of the first axis Mean standard deviation Response score Rank 1 First dimension: Economic dimension 3.75 .968 High 2 2 Second dimension: Environmental dimension 3.74 1.004 High 3 3 Third dimension: Social dimension 3.91 .956 High 1 Overall average 3.80 .919 High II. Descriptive statistics for the responses of the study sample members on the second axis: Green Leadership. The means and standard deviations were calculated for the dimensions of the second axis" Green Leadership", and then these dimensions were arranged in descending order according to the mean for each dimension, as shown in the following table : Table No. (3): Means and standard deviations for the responses of the sample members on the second axis: Green Leadership Serial Dimensions of the second axis Mean standard deviation Response score Rank 1 Dimension 1: Green Recruitment 3.77 .918 High 1 2 Dimension 2: Green Training and Development 3.64 .997 High 2 Overall average 3.71 .929 High III. Descriptive statistics for the responses of the research sample members on the third axis: "organizational performance". The Means and standard deviations were calculated for the dimensions of the third axis: "organizational performance", and then these statements were arranged in descending order according to the mean for each dimension, as shown in the following table: Table No. (4): Means and standard deviations for the responses of the sample members on the third axis: organizational performance, Serial Dimensions of the third axis Mean standard deviation Response score Rank 1 Dimension 1: Financial Performance 3.62 .972 High 2 2 Dimension 2: Non-Financial Performance 3.71 1.002 High 1 Overall Average 3.67 970. High IV. Descriptive statistics for the responses of the study sample members on the fourth axis: the company's image Means and standard deviations were calculated for the dimensions of the fourth axis: "the company's image", and then these statements were arranged in descending order according to the mean for each dimension, as shown in the following table: Table No. (5) means and standard deviations for the responses of the sample members on the fourth axis: the company's image Serial Dimensions of the fourth axis Mean standard deviation Response score Rank 1 First dimension: Cognitive dimension 3.77 .967 High 3 2 Second dimension: Emotional dimension 3.75 1.000 High 2 3 Third dimension: Behavioral dimension 3.92 .953 High 1 Overall average 3.82 .915 High Second: Testing the research hypotheses: This part of the study deals with the results of testing the study hypotheses as follows: 1. The first hypothesis, which states: "There is a statistically significant effect at a significance level (α ≤ 0.05) for sustainability practices on organizational performance in Saudi companies" To verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this: Table No. (6) The effect of sustainability practices on organizational performance Independent variable B Beta R R2 T. value Sig. T Sustainability Practices .949 .899 .899a .809 39.154 .000 fixed Factor .062 Adj R2 .808 Value F 1533.061 Sig F .000b Statistically significant Source: Statistical analysis of field study data. The above table shows that there is a statistically significant positive effect of sustainability practices on organizational performance in Saudi companies, as the value of (R) (.899a) came at a significance level of (.000b), and sustainability practices explain 80.9% of the variance of organizational performance according to the value of R2, which means accepting the first hypothesis, which states: "There is a statistically significant effect at a significance level of (α≤0.05) for sustainability practices on organizational performance in Saudi companies". This result is consistent with Sana (2022) who supports the notion that the implementation of sustainable practices helps improve sales growth, profitability, and market share. This can be attributed to the fact that sustainability practices may lead to reducing the consumption of natural resources and energy, which is positively reflected in reducing the company's operating costs, and contributes to increasing work efficiency and productivity within the company as well, which is positively reflected in organizational performance in addition to the fact that sustainability practices may enhance the spirit of teamwork and belonging to the company for the employees, which leads to improving their organizational performance. 2. The second hypothesis states: “There is a statistically significant effect at a significance level (α ≤ 0.05) for sustainability practices on the corporate image in Saudi companies”. To verify the validity of this hypothesis, simple linear regression analysis was used, and the following table illustrates this: Table No. (7) The effect of sustainability practices on the corporate image Independent variable B Beta R R2 T .value Sig. T Sustainability Practices .993 .997 .997a .993 227.606 .000 fixed Factor .047 Adj R2 .993 Value F 51804.378 Sig F . 000b Statistically significant Source: Statistical analysis of field study data. The above table shows that there is a statistically significant positive effect of sustainability practices on the corporate image in Saudi companies, as the value of (R) (.997a) came at a significance level of (.000b), and sustainability practices explain 99.3% of the variance of the corporate image according to the value of R2, which means accepting the second hypothesis, which states: "There is a statistically significant effect at a significance level of (α ≤ 0.05) for sustainability practices on the corporate image in Saudi companies". This result is consistent with Sujanska & Nadanyiova (2023) who confirm that sustainability is critical for preserving a business's image in recent years. This can be attributed to the fact that companies consider sustainability as a social responsibility, and therefore, sustainability practices can positively affect the corporate image and enhance customer respect and trust. Companies that adopt sustainability principles appear as inspiring and committed workplaces, which attract young talents and enhance their reputation as ambitious visionaries. Sustainability practices are also considered compliance with the environmental and social legislation specified by the government, which reflects the company's commitment to the laws and contributes to improving its reputation. In addition, sustainability principles stimulate innovation and development, which enables the company to provide innovative products and services that reflect the values of sustainability. Thus, enhancing its image among customers. 3. The third hypothesis states: "There is a statistically significant effect at a significance level (α ≤ 0.05) for green leadership on organizational performance in Saudi companies." To verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this. Table No. (8) The effect of green leadership on organizational performance Independent variable B Beta R R2 T.value Sig.T Green leadership .913 .875 .875a .765 34.365 .000 fixed Factor .279 Adj R2 .765 Value F 1180.979 Sig F .000b Statistically significant Source: Statistical analysis of field study data. The above table shows that there is a statistically significant positive effect of green leadership on organizational performance in Saudi companies, as the value of (R) (.875a) came at a significance level of (.000b), and green leadership explains 76.5% of the variance of organizational performance according to the value of R2, which means accepting the third hypothesis, which states that there is a statistically significant effect at a significance level (α ≤ 0.05) for green leadership on organizational performance in Saudi companies. This result goes in harmony with Khan et al. (2023) who suggest that green leadership can improve business profitability and financial performance . This can be attributed to the conservation of resources and improvement of efficiency, as green leaders show interest in preserving natural and environmental resources. Studies have shown that this approach enhances management efficiency and motivates better decision-making for the company. This can also be attributed to enhancing employee satisfaction and engagement, as the green leadership approach can positively affect the extent of employee satisfaction and engagement in work, which contributes to improving organizational performance by providing a healthy and sustainable work environment. Green leaders can build more effective work teams. 4. The fourth hypothesis states: "There is a statistically significant effect at a significance level (α ≤0.05) for green leadership on the corporate image in Saudi companies" To verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this: Table No. (9) The effect of green leadership on the corporate image Independent variable B Beta R R2 T.value Sig.T Green leadership .845 .857 .857a .735 31.673 .000 fixed Factor .683 Adj R2 .734 Value F 1003.210 Sig F .000b Statistically significant Source: Statistical analysis of field study data The above table shows that there is a statistically significant positive effect of green leadership on the corporate image in Saudi companies, where the value of (R) (.857a) came at a significance level of (.000b), and green leadership explains 73.5% of the variance of the corporate image according to the value of R2, which means accepting the fourth hypothesis, which states that "there is a statistically significant effect at a significance level of (α ≤ 0.05) for green leadership on the corporate image in Saudi companies". This can be attributed to the fact that companies that adopt green leadership principles show a greater commitment to sustainability, which reflects a positive aspect on company policies and public relations, and that Green leadership can help attract and retain talented talents and environmental advocates who are interested in working for a company with a sustainability vision, in addition to the fact that green companies can enjoy a positive image in the eyes of the public and consumers, which leads to enhancing public relations. Results - There is a statistically significant positive effect of sustainability practices on organizational performance in Saudi companies, where the value of (R) (.899a) came at a significance level of (.000b). - There is a statistically significant positive effect of sustainability practices on the corporate image in Saudi companies, where the value of (R) (.997a) came at a significance level of (.000b). - There is a statistically significant positive effect of green leadership on organizational performance in Saudi companies, where the value of (R) came at (.875a) at a significance level of (.000b). - There is a statistically significant positive effect of green leadership on the corporate image in Saudi companies, where the value of (R) came at (.857a) at a significance level of (.000b). Conclusion - Define a clear vision for sustainability and green leadership by senior management and ensure commitment to implementing this vision at various levels of the organization. - Provide training and education for employees on the concepts of sustainability and green leadership and enhance their awareness of the importance of these principles and how to apply them in their daily work. - Develop sustainable policies: Establish internal policies that encourage sustainable practices and motivate the adoption of responsible environmental, economic, and social behaviours. - Use clean and advanced technology to reduce waste and harmful emissions and improve the efficiency of resource consumption. - Encourage innovation, research, and development in the field of sustainability and green leadership, to develop new and effective solutions that contribute to improving organizational performance. - Set specific performance indicators to measure the impact of sustainability and green leadership practices on organizational results and conduct periodic evaluations for continuous improvement. - Enhance internal and external communication about sustainability and green leadership efforts and adopt a culture of transparency and social responsibility towards society. Declarations Ethics approval and consent to participate This study was approved by the Institutional Review Board (IRB) of: Arab Academy for Management, and conducted in accordance with the ethical guidelines outlined in the Declaration of Helsinki, with all participants providing informed consent prior to participation. I confirm that I have read, understand, and agreed to the submission guidelines, policies, and submission declaration of the journal. I confirm that all authors listed on the title page have contributed significantly to the work, have read the manuscript, attest to the validity and legitimacy of the data and its interpretation, and agree to its submission. Consent for publication Not Applicaple Availability of data and materials I confirm that the manuscript is the authors' original work and the manuscript has not received prior publication and is not under consideration for publication elsewhere. Competing interests Not Applicaple Funding Not Applicaple Authors' contributions Not Applicaple Acknowledgements Not Applicaple References Albatayneh, R. M. S. (2014). The Effect Of Corporate Sustainability Performance On The Relationship Between Corporate Efficiency Strategy And Corporate Financial Performance (Unpublished Doctor Dissertation), Universiti Utara Malaysia, Malaysia. Alhadid, A. Y., & Abu-Rumman, A. H. (2014). The Impact of Green Innovation on Organizational Performance, Environmental Management Behavior as a Moderate Variable: An Analytical Study on Nuqul Group in Jordan. International Journal of Business and Management, 9 (7), 51-58. Al-Sawy, M. M. R. (2023). Greening the Workplace: The Power of a Positive Climate and Leader Influence on Employee Behaviour. Journal of Business Research, 45 (3), 4-45. Bathmanathan, V., & Hironaka, C. (2016). Sustainability and business: what is green corporate image? IOP Conf. Series: Earth and Environmental Science, 32 (2016), 1-4. Bernal-Torres, C. A., Torres-Guevara, L. E., Aldana-Bernal, J. C., Nicola´s-Rojas, Y. W., & Pando-Ezcurra, T. T. (2023). The Moderating Role of Innovation in the Relationship Between Business Sustainability and Organizational Performance in Companies of an Emerging Economy. SAGE Open, 2023 , 1-21. Capital Market Authority. (2023). ESG and Financial Sustainability: The Role of Saudi Corporate. Kingdom of Saudi Arabia. Chen, X., & Xu, L. (2022). A Corpus-based Study of Corporate Image Represented in Corporate Social Responsibility Report: A Case Study of China Mobile and Vodafone . European Language Resources Association (ELRA). Cherian, J., & FAROUK, S. (2017). Impact Of Sustainable Human Resource Practices On Organizational Performance. International Journal of Management and Applied Science, 3 (8), 34-39. Dam, D. X., Cong, L. C., Anh, P. T. T. & Thao, N. T. P. (2023). The Influence of Green Organisational Leadership on Green Innovation Practices in the Hospitality Industry: An Empirical Study in Vietnam. APJIHT, 12 (1), 1–18. Dzage, E. J., & Pierog, A. (2023). Corporate social responsibility and sustainability in the context of change – influence of the stakeholder theory. SEA Practical Application of Science, XI (33), 153-164. European Union. (2022). Handbook on Green Leadership in Hotel Management . European Union Publication. Fauzi, N. S., Johari, N., Zainuddin, A., & Chuweni, N. N. (2021). The Importance Of Sustainability Implementation For Business Corporations. Journal of the Malaysian Institute of Planners, 19 (3), 237 – 248. Festus, O., & Osagie, O. (2023). Corporate Sustainability And Organizational Performance In Selected Table Water Manufacturing Companies In Benin City Nigeria. Advance Journal of Business & Entrepreneurship Development, 7 (1), 42-56. Gallegos, F. C., Julcamoro, Y. L., & Miranda-Guerra, M. (2024). Corporate Social Responsibility and Corporate Image in the Food Services Sector: A Quantitative Research Study in Cajamarca, Peru. IBIMA Business Review, 2024, 1-9. Hertlein, D. H. (2017). Sustainability is the new black? How are sustainable practices manifested as core part of luxury brand identities? (Unpublished Master Dissertation), Erasmus University Rotterdam, Rotterdam. Hu, X.; Li, R.Y.M.; Kumari, K.; Ben Belgacem, S.; Fu, Q.; Khan, M.A.; Alkhuraydili, A.A. Relationship between Green Leaders’ Emotional Intelligence and Employees’ Green Behavior: A PLS-SEM Approach. Behav. Sci., 13 (25), 1-18. Ibrahim, F. I. A. (2022). The Role of Small Businesses in Sustainability. International Journal Of Humanities And Language Research, 5 (2), 1-12. Jafari, M. (2017). Assessing the Impact of Sustainable Practices on Organizational Performance (Unpublished Master Dissertation), Concordia University, Quebec. Javed, M. S., Rehman, M., Miah, N., Melon, M. H., Hossain, A., & Quimada, N. E. (2024). The Importance Of Green Leadership And Green Communication Allies In The Potential To Promote A Sustainable Practice And Reduced A Negative Impact On Human Activities On Environment In Management. Migration Letters Volume: 21 (S13), 74-93. Juniarti, A. T., Setia, B. I., Alghifari, E. S., & Sya'roni, D. A-W. (2024). Green Leadership And Competitive Advantage: The Role Of Mediation From Knowledge Management And Talent Management. Journal Of Eastern European And Central Asian Research, 11 (3), 588-603. Khan, R. U., Saqib, A., Abbasi, M. A., Mikhaylov, A., & Pinter, G. (2023). Green Leadership, environmental knowledge Sharing, and sustainable performance in manufacturing Industry: Application from upper echelon theory. Sustainable Energy Technologies and Assessments, 60 (2023), 1-11. Makūnaitė, G., & Kiaušienė, I. (2022). The Impact of Corporate Image on Consumer Engagement in Sustainable Consumption. 17th Prof. Vladas Gronskas International Scientific Conference Kaunas: Vilnius University Kaunas Faculty, 2nd of December, 2022. Megahed, N., Ismaeel, W., & George, W. (2022). Impact of Corporate Sustainability on Organizational Performance: A Quantitative Evidence from MENA Region's Industrial Sector. 2021 Third International Sustainability and Resilience Conference: Climate Change, Bahrain. Mostepaniuk, A. (2022). Environmental Sustainability: The Complex Nature of Managerial Activities. Ljubljana School of Business , 2022, 44-59. Nurasa, H., Putri, S. S. U., Abdillah, A., and Widianingsih, I. (2024). Green Leadership in Policy Making Towards Sustainable Future: Systematic Critical Review and Future Direction. Pol. J. Environ. Stud., 33 (X), 1-16 Olaoye, B. G., Iyiola, O. O., & Moses, C. L. (2019). Corporate Social Responsibility for Sustainable Corporate Image, and Competitive Performance of Manufacturing Firms in Nigeria. International Journal of Recent Technology and Engineering (IJRTE), 8 (1), 2219- 2226. Paurova, V., & Chlebikova, D. (2020). Sustainability as part of corporate identity in conditions of globalization. SHS Web of Conferences, 74 (2020), 1-8. Pawaskar, A. S., & Khan, M. A. (2021). A Study On Sustainability Practices And Its Impact On Overall Organizational Performance In Small And Medium Sized Enterprises. IJCRT, 9 (12), a50-a67. Pham, D. C., Do, T. N. A., Doan, T. N., Nguyen, T. X. H., & Pham, T. K. Y. (2021). The impact of sustainability practices on financial performance: empirical evidence from Sweden. Cogent Business & Management, 8 (2021), 1-19. Salimzadeh, P. (2016). SustainablePractices in Small and Medium Sized Enterprises in Regional Australia (Unpublished Doctor Dissertation), Federation University Australia, Australia. Sana, A. (2022). Impact of Sustainability Practices on Organizational Financial Performance. Indian Journal of Economics and Business, 21 (2), 713-728. Saudi Vision 2030. (2016). Kingdom of Saudi Arabia . Government of Saudi Arabia Sopiah, Sangadji, E.M., & Islami, M. I. (2024). Effect of Green Transformational Leadership on Organizational Environmental Performance: The Role of Green Human Resource Management Practices (Study on SMEs in The Embroidery Sector). Int. Journal of Economics and Management, 18 (1), 53-72. Su, X., Xu, A., Lin, W., Chen, Y., Liu, S., & Xu, W. (2020). Environmental Leadership, Green Innovation Practices, Environmental Knowledge Learning, and Firm Performance. SAGE Open , 2020, 1–14. Sujanska, L., & Nadanyiova, M. (2023). Sustainable Marketing And Its Impact On The Image Of The Company. Marketing and Management of Innovations, 2 (2023), 51-57. Susanto F., Arafah W., & Husin, Z. (2017). Ambidextrous Sustainability And Manufacturing Industry Performance: The Role Of Potential Noneconomic Benefits As Mediation Pathways. Polish Journal Of Management Studies, 16 (2), 278- 289. Vaishnani, H., & Parmar, R. (2021). Sustainable Business Practices And Organizational Performance: A Systematic Review. International Journal of Advanced Research in Commerce, Management & Social Science (IJARCMSS), 4 (2), 37-46. Wang, Y.; Tian, C.; Jiang, X.; Tong, Y. Development of Scales for the Measurement of Executive Green Leadership and Exploration of Its Antecedents. Sustainability, 15 (2023), 1-17. Widyastuti, S., Indriati, T., Widyastuti, B. R., & Muwazir, M. R. (2019). Developing A Green Corporate Image: An Achievement For Competitive Advantage Through Organizational Culture And Green Marketing Strategy. Revista San Gregorio, 36 (2019), 292-309. Zain, F., Abbas, M. Z., & Ali, M. R. (2023). Achieving Sustainable Business Performance Through Green Transformational Leadership, Green Innovation & Corporate Social Responsibility. Journal of Social Research Development, 4 (1), 201-216. Zameer, H., Yasmeen, H., Wang,Y., & Saeed,M. R. (2024). Sustainability-oriented corporate strategy: green image and innovation capabilities. Management Decision, 62 (6), 1750-1774. Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-5051342","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":350985160,"identity":"951e81bb-983f-4640-afff-a34fe1621d25","order_by":0,"name":"Hassan Karawya","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA9UlEQVRIiWNgGAWjYBACgwNg6jCUWwEUIVLLMSj3DPFazkB4jG3EaDl+/PGHnztuyJu3nzGT+DnvsLw5e/MBhh8V23BqsT+TYybZe+aD4RwwY9thw509xxIYe87cxuOwHDYG3rYPjDMYcrdJ8G47zLjhRo4BM2MbHi3nnz/++Lfthv0M/rfbJP/OOWxPWMuNBANp3rYziTMkcrdJ8zYcTiRCyxszadm2Y8kzJN5/tpY5lp684cyxhIN4/XI+/fHHt22HbWfwpyXefFNjbbvhePPBBz8qcGtBBiwSDAzNYNYBotQDAfMHBoY6YhWPglEwCkbBCAIA7GNm1I6iX6EAAAAASUVORK5CYII=","orcid":"https://orcid.org/0009-0009-1626-1057","institution":"Arab Academy for Management, Banking and Financial Sciences","correspondingAuthor":true,"prefix":"","firstName":"Hassan","middleName":"","lastName":"Karawya","suffix":""}],"badges":[],"createdAt":"2024-09-08 06:31:37","currentVersionCode":1,"declarations":{"humanSubjects":false,"vertebrateSubjects":false,"conflictsOfInterestStatement":false,"humanSubjectEthicalGuidelines":false,"humanSubjectConsent":false,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":false},"doi":"10.21203/rs.3.rs-5051342/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-5051342/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":64211349,"identity":"d200f10f-d6b3-4bad-9fa4-21fe4ec5e692","added_by":"auto","created_at":"2024-09-10 07:34:25","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1392267,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-5051342/v1/14079c08-4187-46f8-8ea4-5612e36af00b.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eImpact of Sustainability Practices and Green Leadership on Organizational Performance and Corporate Image: Evidence from Saudi Enterprises\u003c/strong\u003e\u003c/p\u003e","fulltext":[{"header":"Introduction","content":"\u003cp\u003eEvery organisation is required to actively participate in environmental sustainability initiatives by implementing practices that prioritise the careful selection and maintenance of environmentally friendly inputs, processes, and outputs (Sopiah, Sangadji \u0026amp; Islami, 2024).\u0026nbsp;After the Brundtland Report was released in 1987 by the United Nations World Commission on Environment and Development, sustainability made its literary debut. Promoting a balance between social justice, environmental preservation, and economic development was the report\u0026apos;s primary goal (Albatayneh, 2024).\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003eOrganisations are under considerable amounts of pressure to protect the ecosystem and pursue sustainable performance because of the changing consumer demands, regulatory, legislative, and technical landscapes as well as changes in business practices (Khan et al., 2023).\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eCompanies with a high level of sustainability are more likely to have stakeholder engagement procedures in place and disclose nonfinancial performance more frequently (Eccles, Ioannou \u0026amp; Serafeim, 2014). That is to say, sustainability in the social, economic, and environmental domains has a significant impact on performance (Festus \u0026amp; Osagie, 2023). Pham et al. (2021) indicate a positive relationship between sustainability practices and financial performance as reflected in earnings, return on equity, return on asset, and return on capital employed. Consistent with what has been mentioned above, Bernal-Torres et al. (2023) have confirmed that organizational performance is more directly impacted by business sustainability\u003cstrong\u003e.\u0026nbsp;\u003c/strong\u003eJafari\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e(2017) shows that environmental and financial performance are more significantly impacted by internally orientated environmental practices such as internal environmental management and socially sustainable practices\u003cstrong\u003e. \u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo improve sustainable performance, companies are under increasing pressure to adopt green leadership as stakeholders grow more environmentally sensitive. Green organisational leadership has emerged as a key topic in sustainability studies (Dam et al., 2023). This management approach prioritises both environmental and organisational goals by aligning environmental concerns with corporate objectives. Businesses that are attempting to reconcile social responsibility, sustainability, and economic success are finding that green leadership is an essential tool. While following the principles of \u0026quot;soft human resources management,\u0026quot; green leadership raises employee work satisfaction and organisational social appraisal (Javed et al., 2024). Khan et al. (2023) suggest that green leadership techniques can improve the exchange of environmental knowledge, which boosts business profitability and financial performance\u003cstrong\u003e. \u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eContemporary business organizations are said to be driven by a green corporate image (Bathmanathan \u0026amp; Hironaka, 2016). Businesses work hard to be innovative and project a positive image in the modern business world. Businesses that use green practices and generally project an environmentally friendly image have an impact on the decisions that consumers make about what to buy. Customers adore being associated with businesses that protect the environment. Businesses that convey this green image through their publications, promotions, advertisements, and social responsibilities will undoubtedly gain a large following of devoted clients (Widyastuti et al., 2019). Creating sustainability plans could benefit these businesses by improving their image with stakeholders and enabling them to be sustainable (Zameer et al., 2024).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eStatement of the Problem \u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eIn recent decades, environmental challenges have become a major concern not only for academics but also for governments and organisations (Al-Sawy,2023). In developing countries, there is a significant disparity in the actual implementation of sustainable practices and their effects on the different variables related to the organizational environment (Vaishnani \u0026amp; Parmar, 2021). Investigating green leadership in policymaking is vital right now to ensure a sustainable future (Nurasa, 2024). The business community has been paying increasing attention to green leadership in recent years, but not many studies have looked at the internal mechanisms and external factors that connect green leadership to organizational performance (Su et al., 2020). In addition, the relationship between sustainability-related activities such as reporting and other practice adoption and financial performance gains is still an important research area from a business standpoint. There is a lack of research on how sustainable business practices implementation can be linked with current business operations to produce nonfinancial and financial success for organisations (Vaishnani \u0026amp; Parmar, 2021). The question of whether and how sustainability-oriented business policies could spur innovation and improve a business\u0026apos;s image among external stakeholders is a neglected area of research (Zameer et al., 2024). According to Saudi Vision 2030, all Saudi enterprises must be committed to adhering to sustainable practices in all activities (Saudi Vision 2030, 2016). Although investors and regulators are increasingly interested in Saudi companies\u0026apos; environmental and social performance, their effects and implications for business environments remain vague (Capital Market Authority, 2023). Based on what has been mentioned above, the researcher sees the statement of the problem to revolve around identifying the impact of sustainability practices and green leadership on organizational performance and corporate image: evidence from Saudi enterprises.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eQuestions of the Study\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe main questions of the study can be reviewed as follows:\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eWhat is the effect of sustainability practices on the organizational performance of Saudi companies?\u003c/li\u003e\n \u003cli\u003eWhat is the effect of sustainability practices on the corporate image of Saudi companies?\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eWhat is the effect of green leadership on the organizational performance of Saudi companies?\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eWhat is the effect of green leadership on the corporate image of Saudi companies?\u0026nbsp;\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eHypotheses of the Study\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe main hypotheses of the study can be shown as follows:\u0026nbsp;\u003c/p\u003e\n\u003cul class=\"decimal_type\"\u003e\n \u003cli\u003eThere is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for sustainability practices on the organizational performance of Saudi companies.\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eThere is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for sustainability practices on the corporate image of Saudi companies.\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eThere is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for green leadership on the organizational performance of Saudi companies.\u003c/li\u003e\n \u003cli\u003eThere is a statistically significant effect at a significance level (\u0026alpha; \u0026le;0.05) for green leadership on the corporate image of Saudi companies.\u0026nbsp;\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eObjectives of the Study\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe main objectives of the study can be formulated as follows:\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eIdentifying the effect of sustainability practices on the organizational performance of Saudi companies.\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eDetermining the effect of sustainability practices on the corporate image of Saudi companies.\u0026nbsp;\u003c/li\u003e\n \u003cli\u003eDiscussing the effect of green leadership on the organizational performance of Saudi companies.\u003c/li\u003e\n \u003cli\u003eVerifying the effect of green leadership on the corporate image of Saudi companies.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eSignificance of the Study\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSustainability and environmental responsibility are key components of Saudi Arabia\u0026apos;s Vision 2030. Enterprises can contribute to wider economic and social goals by aligning their strategy with national objectives through the identification of the impact of sustainability practices. Opportunities for cooperation and government support may be improved by this alignment. Saudi Businesses can enhance their overall performance by recognising the impact of sustainable initiatives. Businesses may maximise resource utilisation, cut expenses, and boost operational effectiveness by using eco-friendly methods through the lens of green leadership. Having a positive company image is essential for drawing in talent, investors, and clients. By showcasing their dedication to sustainability and green leadership, companies may establish a favourable image, set themselves apart from rivals, and cultivate customer loyalty. In Saudi Arabia, where cultural beliefs promote sustainability, this is particularly crucial.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDefinitions of the Study\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe main definitions of the study can be investigated as follows:\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cstrong\u003eSustainability Practices:\u003c/strong\u003e Sustainability practices in Saudi enterprises are increasingly geared toward combining economic growth with environmental and social responsibilities. Companies that embrace these practices can help to ensure a more sustainable future while also aligning with national development goals.\u0026nbsp;\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eGreen Leadership:\u003c/strong\u003e Green Leadership in Saudi business refers to the concept of steering organisations towards sustainable development and environmental stewardship while balancing economic objectives. It entails a determination to incorporate environmental concerns into business plans, operations, and corporate culture.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eOrganizational Performance:\u0026nbsp;\u003c/strong\u003eOrganisational performance in Saudi business refers to an organization\u0026apos;s efficacy and efficiency in meeting its goals and objectives while maximising resources. This notion includes both financial and non-financial metrics such as financial performance, operational efficiency, staff involvement, customer satisfaction, and sustainability.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eCorporate Image:\u003c/strong\u003e Corporate image in Saudi business is a complicated notion influenced by reputation, brand identity, stakeholder views, CSR initiatives, communication techniques, product quality, and cultural relevance. A positive business image is critical for earning trust, customer loyalty, and a competitive advantage in the Saudi market. \u0026nbsp;\u003c/li\u003e\n\u003c/ul\u003e"},{"header":"Literature Review","content":"\u003cp\u003e\u003cstrong\u003ei. \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;Sustainability Practices\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBusiness leaders must increasingly think about taking the lead in addressing the socioeconomic issues that business operations may bring to the general public and its stakeholders as the conversation about corporate social responsibility and sustainability in the industry continues to grow (Dzage \u0026amp; Pierog, 2023). Under the auspices of corporate social responsibility, large firms are widely understood to be required to implement such ecological and community-minded practices (Salimzadeh, 2016; Susanto, Arafah \u0026amp; Husin, 2017). The management of an organization\u0026apos;s operations with the utmost consideration for the environment, economy, and people is known as sustainability.\u0026nbsp;Over the past 20 years, the concept of corporate sustainability has gained global recognition as organisations have become more conscious of sustainable development (Megahed, Ismaeel \u0026amp; George, 2023). Businesses want to get a high ranking in sustainability indices because they want to be recognised globally for their corporate sustainability. Sustainable business practices are widely adopted by organisations indicating that they consider not only profit but also sustainability in the social, environmental, and economic spheres (Cherian\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e\u0026amp;\u0026nbsp;Farouk, 2017; Hertlein, 2017; Pawaskar \u0026amp; Khan, 2021).\u003c/p\u003e\n\u003cp\u003eAccording to earlier research, sustainability is now a strategic requirement for all companies (Fauzi et al., 2021). The adoption of sustainable practices is critical to an organization\u0026apos;s ability to expand and survive in the global marketplace (Pawaskar \u0026amp; Khan, 2021). Businesses are starting to realise the benefits of aligning their operations with sustainable practices. Many organisations can achieve improved performance and higher profits by investing more in various sustainable strategies. Long-term commercial success is consistently shown in organisations that utilise more sustainable practices. Sustainability practices can mitigate the negative effects of global social, economic, and environmental concerns such as enormous labour force outflows, tremendous financial pressure on municipal budgets, and population ageing. As a result, firms must aggressively pursue creative business strategies that can give financial and non-financial benefits to an organisation as well as the entire society (Mostepaniuk, 2022). The implementation of sustainability in business organizations includes the following dimensions:\u0026nbsp;\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003e\u003cstrong\u003eEconomic Dimension\u003c/strong\u003e: It is defined as the relationship between the production and distribution of added value to shareholders and employees, taking into account not just the state of the market but also considerations like dependability, honesty, and concern. An organization\u0026apos;s financial performance needs to be favourable for it to have a higher chance of success, survival, and employee welfare. Consequently, the impact of operations on stakeholders and communities can be taken into account through sustainability and economic indicators. It is also necessary to take regional, national, or local economic development into account. Consequently, it appears that financial performance is a required but not sufficient requirement. Assessing from the perspective of a larger context is crucial.\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eSocial Dimension\u003c/strong\u003e: It is the extent an organization\u0026apos;s social dimension is determined by specifying the impact it has on the social well-being of its partners, associated communities, and the region in which it operates. This dimension refers to the shared and supplementary or complementary obligations of management staff such as managers, investors, partners, as well as employees and suppliers, who are expected to foster and enable work-life quality and holistic growth (Gallegos, Julcamoro \u0026amp; Miranda-Guerra, 2024).\u003c/li\u003e\n \u003cli\u003e\u003cstrong\u003eEnvironmental dimension\u003c/strong\u003e: In the area of the environment, the focus should be on tracking and mitigating the detrimental effects that business has on the environment. Some examples of these effects include the creation of environmentally friendly products, recycling garbage, safeguarding natural resources, and using alternative energy sources (Paurova \u0026amp; Chlebikova, 2020). Firms can lessen their environmental impact by using energy-efficient technologies, cutting waste, preserving resources, and encouraging recycling and appropriate disposal practices. By reducing greenhouse gas emissions, protecting natural resources, and generally lessening the effects on the environment, these initiatives help (Ibrahim, 2022; Festus \u0026nbsp;\u0026amp; Osagie , 2023).\u0026nbsp;\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003e\u003cstrong\u003eii. \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp; Green Leadership\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe nature of the leadership concept has been questioned by several academics and experts. Referring to the idea of social impact, leadership is a psychological trait and a process. Because the leadership process only explains how a behavioural and attitude shift inside a psychological group can happen (European Union, 2022). With the realisation that businesses cannot continue to operate irresponsibly causing damage to the environment, green leadership has remarkably developed in the recent past. When environmental issues are pursued in line with business goals, there is a management emphasis on both the environment and organisational objective (Javed et al., 2024).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eOver the past ten years, the idea of \u0026quot;green leadership\u0026quot; has been increasingly attractive. Businesses are putting green transformation into practice in both their daily operations and manufacturing to hasten the scheduled achievement of carbon peaking and neutrality. To accomplish sustainable goals, more research has been done on this new notion of leadership, with a focus on leadership philosophies that support the environment. Research on green leadership that has already been done primarily concentrates on green transformational leadership, contending that when it comes to environmental preservation, green leadership is a variation of transformational leadership (Wang et al., 2023; Hu et al., 2022).\u003c/p\u003e\n\u003cp\u003eLeaders who adopt sustainable practices enhance their reputation as conscientious change agents who can challenge and spearhead paradigm shifts in business and give ethical principles priority when making decisions and doing business. Additionally, they can encourage others in the company to take up more eco-friendly habits, strengthening enduring pledges to sustainable business practices (Juniarti et al., 2024).\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003eTo establish a company\u0026apos;s sustainable development, green transformational leadership is essential (Zain et al., 2023).\u003c/p\u003e\n\u003cp\u003eThe degree to which a company\u0026apos;s leaders support and implement green management will determine how successful the company\u0026apos;s green transformation is. In addition to focussing on the enhancement of employee and organisational performance, business leaders with a green leadership orientation typically set stricter environmental policies, assist businesses in researching, developing, and manufacturing environmentally friendly products, offer services for environmental protection, and strike a balance between economic growth and environmental preservation (Wang et al., 2023).\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eiii. \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;Organizational Image\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eCorporate image is the culmination of all efforts related to the company\u0026apos;s corporate identity, culture, and design that are communicated through the organization\u0026apos;s deliberate information transmission (Olaoye, Iyiola \u0026amp; Moses, 2019). A company\u0026apos;s corporate image plays a critical role in its growth. A corporation that projects a positive image to its stakeholders will be better able to forge strong bonds with them and ultimately increase earnings (Chen \u0026amp; Xu, 2022). Maintaining a positive public image and attracting and retaining customers are key goals of business image management initiatives. Customers may alter their consumption patterns and encourage sustainable consumption with the support of a positive company image. In the context of corporate image, corporate social responsibility assumes significance as it demonstrates how businesses themselves address social, economic, and environmental issues (Makūnaitė \u0026amp; Kiau\u0026scaron;ienė, 2022). Sustainability has grown in significance to a business\u0026apos;s image in recent years. Consumers are expecting companies they do business with to take steps to lessen their environmental effects as they become more environmentally conscious. Businesses may show that they are dedicated to making a positive influence on the world and earning the trust of their customers by implementing sustainable practices (Sujanska \u0026amp; Nadanyiova, 2023).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eiv. \u0026nbsp; \u0026nbsp; \u0026nbsp; \u0026nbsp;Organizational Performance\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eOrganisational performance has been the subject of numerous studies from various perspectives. When organisations first begin to generate and provide value to their internal and external stakeholders, the term \u0026quot;organisation performance\u0026quot; becomes a critical measurement (Alhadid \u0026amp; Abu-Rumman, 2014). Corporate sustainability initiatives may greatly enhance an organization\u0026apos;s non-financial performance by giving it the power it needs to pursue possibilities in new markets, increase customer happiness and loyalty, and strengthen its competitive edge (Festus \u0026amp; Osagie, 2023). The financial performance of an organisation may be significantly impacted by sustainability initiatives. Sustainability practices have the potential to generate long-term value for organisations through lowering operational costs, enhancing brand recognition, adhering to regulations, minimising risks, and stimulating innovation. Sana (2022) supported the notion that the implementation of sustainable practices helps improve sales growth, profitability, and market share. The organization\u0026apos;s financial performance is positively impacted by sustainability exploration and exploitation techniques. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResearch Procedures\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFirst: study methodology\u003cspan dir=\"RTL\"\u003e:\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe researcher relied on the descriptive analytical method as a research methodology, as it is the most appropriate according to the nature of the research\u003cspan dir=\"RTL\"\u003e.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSecond: Research Community and Sample\u003cspan dir=\"RTL\"\u003e:\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe research community consists of all employees in Saudi companies, and due to the large size of the community, the sampling method was relied upon, as it was applied to (364) individuals from the study community who were selected in a systematic random manner\u003cspan dir=\"RTL\"\u003e.\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThird: Characteristics of the research sample\u003c/strong\u003e\u003cspan dir=\"RTL\"\u003e:\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (1): Distribution of sample individuals according to their characteristics\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv align=\"center\"\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003e\u003cstrong\u003eGender \u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequencies\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercentage %\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eMale\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e247\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e%67.86\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eFemale\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e117\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e%32.14\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eOverall score\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e364\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e%100.0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003e\u003cstrong\u003eQualifications\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequencies\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercentage %\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eBachelor\u0026apos;s degree or less\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e289\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%79.40\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eMaster\u0026apos;s degree\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e53\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%14.56\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003ePhD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e22\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%6.04\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eOverall score\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e364\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e%100.0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eYears of Experience\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e\u003cstrong\u003eFrequencies\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e\u003cstrong\u003ePercentage %\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\" valign=\"top\"\u003e\n \u003cp\u003eLess than 5 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e118\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%32.42\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\" valign=\"top\"\u003e\n \u003cp\u003e5 to less than 10 years\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e148\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%40.66\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\" valign=\"top\"\u003e\n \u003cp\u003e10 years or more\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\" valign=\"top\"\u003e\n \u003cp\u003e98\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\" valign=\"top\"\u003e\n \u003cp\u003e%26.92\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"33.673469387755105%\"\u003e\n \u003cp\u003eOverall score\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"30.612244897959183%\"\u003e\n \u003cp\u003e364\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"35.714285714285715%\"\u003e\n \u003cp\u003e%100.0\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cstrong\u003eFourth: Validity and reliability of the tool:\u003c/strong\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe researcher formulated a questionnaire, and its validity and reliability were confirmed in many ways, such as the validity of the arbitrators; where the questionnaire was sent to the arbitrators to judge the linguistic formulation, its clarity, and the extent to which the statements belong to the questionnaire, and (84%) of the arbitrator agreed on it, and thus the questionnaire in its final form after arbitration was composed of (51) statements, distributed over four axes, and the internal consistency validity of the questionnaire axes was calculated.\u003c/p\u003e\n\u003cp\u003eThe internal consistency validity was calculated by calculating the Pearson correlation coefficient between the degrees of each statement with the total degree of the axis to which the phrase belongs from the questionnaire axes, all of which were statistically significant at a significance level of (0.01); Where it ranged in the first axis: Sustainability practices between (.829**-.844**), and in the second axis: Green leadership between (.894**-.954**), and in the third axis: Organizational performance between (.672**-.853**), while in the fourth axis: Corporate image it ranged between (.772**-.863**), and the general structural validity of the questionnaire axes was verified by finding the correlation coefficients of the axes with the total score of the questionnaire, and they came with high values; as they ranged between (.833**-.865**), and all of them were statistically significant at a significance level of (0.01), and the Cronbach\u0026apos;s alpha reliability coefficients were calculated for the axes and the general average of the questionnaire, and it was found that the values of the Cronbach\u0026apos;s alpha coefficients for the axes ranged between (.675-.889), and the value of the total reliability coefficient for the questionnaire axes reached (.850); These values of the reliability coefficients indicate the validity of the questionnaire for application and \u0026nbsp;its reliability.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFifth: Statistical methods:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBased on the nature of the study and the objectives that the researcher sought to achieve, the data were analyzed using the Statistical Package for the Social Sciences (SPSS) program, and the results were extracted according to the following statistical methods: frequencies and percentages, means, standard deviations, Pearson\u0026apos;s correlation coefficient, Cronbach\u0026apos;s alpha coefficient, simple linear regression analysis, and range equation: to describe the arithmetic mean of responses to each statement and dimension as follows:\u003c/p\u003e"},{"header":"Discussion","content":"\u003cp\u003e\u003cstrong\u003eFirst: Descriptive statistics for study variables\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eI. \u0026nbsp; \u0026nbsp;Descriptive statistics for the responses of the study sample members regarding the sustainability practices variable\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eMeans and standard deviations were calculated for the dimensions of the first axis \u0026quot;sustainability practices\u0026quot;, and then these dimensions were arranged in descending order according to the mean for each dimension, as shown in the following table:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (2): Means and standard deviations for the responses of the sample members to the first axis: sustainability practices\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"96%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSerial\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"45.36082474226804%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eDimensions of the first axis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cstrong\u003eMean\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.463917525773196%\"\u003e\n \u003cp\u003e\u003cstrong\u003estandard deviation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\"\u003e\n \u003cp\u003e\u003cstrong\u003eResponse score\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cstrong\u003eRank\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"45.36082474226804%\" valign=\"top\"\u003e\n \u003cp\u003eFirst dimension: Economic dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\" valign=\"top\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.463917525773196%\" valign=\"top\"\u003e\n \u003cp\u003e.968\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\" valign=\"top\"\u003e\n \u003cp\u003eHigh\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"45.36082474226804%\" valign=\"top\"\u003e\n \u003cp\u003eSecond dimension: Environmental dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\" valign=\"top\"\u003e\n \u003cp\u003e3.74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.463917525773196%\" valign=\"top\"\u003e\n \u003cp\u003e1.004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\" valign=\"top\"\u003e\n \u003cp\u003eHigh\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e3\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e3\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"45.36082474226804%\" valign=\"top\"\u003e\n \u003cp\u003eThird dimension: Social dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\" valign=\"top\"\u003e\n \u003cp\u003e3.91\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.463917525773196%\" valign=\"top\"\u003e\n \u003cp\u003e.956\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\" valign=\"top\"\u003e\n \u003cp\u003eHigh\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"54.63917525773196%\" colspan=\"2\"\u003e\n \u003cp\u003eOverall average\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\" valign=\"top\"\u003e\n \u003cp\u003e3.80\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.463917525773196%\" valign=\"top\"\u003e\n \u003cp\u003e.919\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"21.649484536082475%\" colspan=\"2\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eII. \u0026nbsp;\u003cstrong\u003eDescriptive statistics for the responses of the study sample\u003c/strong\u003e members on the second axis: Green Leadership.\u003c/p\u003e\n\u003cp\u003eThe means and standard deviations were calculated for the dimensions of the second axis\u0026quot; Green Leadership\u0026quot;, and then these dimensions were arranged in descending order according to the mean for each dimension, as shown in the following table\u003cstrong\u003e:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (3): Means and standard deviations for the responses of the sample members on the second axis: Green Leadership\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"96%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSerial\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"44.89795918367347%\"\u003e\n \u003cp\u003e\u003cstrong\u003eDimensions of the second axis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cstrong\u003eMean\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e\u003cstrong\u003estandard deviation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e\u003cstrong\u003eResponse score\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cstrong\u003eRank\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"44.89795918367347%\"\u003e\n \u003cp\u003eDimension 1: Green Recruitment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e3.77\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e.918\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"44.89795918367347%\"\u003e\n \u003cp\u003eDimension 2: Green Training and Development\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e3.64\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e.997\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"54.08163265306123%\" colspan=\"2\"\u003e\n \u003cp\u003eOverall average\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e3.71\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e.929\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"21.428571428571427%\" colspan=\"2\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cstrong\u003eIII.\u0026nbsp;Descriptive statistics for the responses of the research sample members on the third axis: \u0026quot;organizational performance\u0026quot;.\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe Means and standard deviations were calculated for the dimensions of the third axis: \u0026quot;organizational performance\u0026quot;, and then these statements were arranged in descending order according to the mean for each dimension, as shown in the following table:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (4): Means and standard deviations for the responses of the sample members on the third axis: organizational performance,\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"96%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSerial\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"39.795918367346935%\"\u003e\n \u003cp\u003e\u003cstrong\u003eDimensions of the third axis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e\u003cstrong\u003eMean\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e\u003cstrong\u003estandard deviation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e\u003cstrong\u003eResponse score\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cstrong\u003eRank\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"39.795918367346935%\"\u003e\n \u003cp\u003eDimension 1: Financial Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e3.62\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e.972\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.183673469387756%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"39.795918367346935%\"\u003e\n \u003cp\u003eDimension 2: Non-Financial Performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e3.71\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e1.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"48.97959183673469%\" colspan=\"2\"\u003e\n \u003cp\u003eOverall Average\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.3265306122449%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e3.67\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.26530612244898%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e970.\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"21.428571428571427%\" colspan=\"2\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eIV.\u0026nbsp;Descriptive statistics for the responses of the study sample members on the fourth axis: the company\u0026apos;s image\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eMeans and standard deviations were calculated for the dimensions of the fourth axis: \u0026quot;the company\u0026apos;s image\u0026quot;, and then these statements were arranged in descending order according to the mean for each dimension, as shown in the following table:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (5) means and standard deviations for the responses of the sample members on the fourth axis: the company\u0026apos;s image\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"96%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSerial\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"43.29896907216495%\"\u003e\n \u003cp\u003e\u003cstrong\u003eDimensions of the fourth axis\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cstrong\u003eMean\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.49484536082474%\"\u003e\n \u003cp\u003e\u003cstrong\u003estandard deviation\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\"\u003e\n \u003cp\u003e\u003cstrong\u003eResponse score\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cstrong\u003eRank\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"43.29896907216495%\"\u003e\n \u003cp\u003eFirst dimension: Cognitive dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e3.77\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.49484536082474%\"\u003e\n \u003cp\u003e.967\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e3\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"43.29896907216495%\"\u003e\n \u003cp\u003eSecond dimension: Emotional dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.49484536082474%\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e2\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e3\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"43.29896907216495%\"\u003e\n \u003cp\u003eThird dimension: Behavioral dimension\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e3.92\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.49484536082474%\"\u003e\n \u003cp\u003e.953\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.402061855670103%\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.24742268041237%\"\u003e\n \u003cp\u003e\u003cspan dir=\"RTL\"\u003e1\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"52.577319587628864%\" colspan=\"2\"\u003e\n \u003cp\u003eOverall average\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e3.82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"16.49484536082474%\"\u003e\n \u003cp\u003e.915\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"21.649484536082475%\" colspan=\"2\"\u003e\n \u003cp\u003eHigh\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cstrong\u003eSecond: Testing the research hypotheses:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis part of the study deals with the results of testing the study hypotheses as follows:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e1. \u0026nbsp; The first hypothesis, which states: \u0026quot;There is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for sustainability practices on organizational performance in Saudi companies\u0026quot;\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (6) The effect of sustainability practices on organizational performance\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"548\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.854280510018214%\"\u003e\n \u003cp\u003e\u003cstrong\u003eIndependent variable\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.475409836065573%\"\u003e\n \u003cp\u003e\u003cstrong\u003eB\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.932604735883425%\"\u003e\n \u003cp\u003e\u003cstrong\u003eBeta\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.114754098360656%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.932604735883425%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.843351548269581%\"\u003e\n \u003cp\u003e\u003cstrong\u003eT. value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.846994535519126%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig. T\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.854280510018214%\" valign=\"top\"\u003e\n \u003cp\u003eSustainability Practices\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.475409836065573%\"\u003e\n \u003cp\u003e.949\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.932604735883425%\"\u003e\n \u003cp\u003e.899\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.114754098360656%\"\u003e\n \u003cp\u003e.899a\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.932604735883425%\"\u003e\n \u003cp\u003e.809\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.843351548269581%\"\u003e\n \u003cp\u003e39.154\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.846994535519126%\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\" valign=\"top\"\u003e\n \u003cp\u003efixed Factor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.062\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eAdj R2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.808\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eValue\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eF\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e1533.061\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eSig F\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.000b\u003cspan dir=\"RTL\"\u003e\u0026nbsp; \u0026nbsp;\u003c/span\u003e Statistically significant\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eSource: Statistical analysis of field study data.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe above table shows that there is a statistically significant positive effect of sustainability practices on organizational performance in Saudi companies, as the value of (R) (.899a) came at a significance level of (.000b), and sustainability practices explain 80.9% of the variance of organizational performance according to the value of R2, which means accepting the first hypothesis, which states: \u0026quot;There is a statistically significant effect at a significance level of (\u0026alpha;\u0026le;0.05) for sustainability practices on organizational performance in Saudi companies\u0026quot;. This result is consistent with Sana (2022) who supports the notion that the implementation of sustainable practices helps improve sales growth, profitability, and market share.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis can be attributed to the fact that sustainability practices may lead to reducing the consumption of natural resources and energy, which is positively reflected in reducing the company\u0026apos;s operating costs, and contributes to increasing work efficiency and productivity within the company as well, which is positively reflected in organizational performance in addition to the fact that sustainability practices may enhance the spirit of teamwork and belonging to the company for the employees, which leads to improving their organizational performance.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e2. \u0026nbsp; The second hypothesis states: \u0026ldquo;There is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for sustainability practices on the corporate image in Saudi companies\u0026rdquo;.\u0026nbsp;\u003c/strong\u003eTo verify the validity of this hypothesis, simple linear regression analysis was used, and the following table illustrates this:\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (7) The effect of sustainability practices on the corporate image\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"548\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\"\u003e\n \u003cp\u003e\u003cstrong\u003eIndependent variable\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"10.94890510948905%\"\u003e\n \u003cp\u003e\u003cstrong\u003eB\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.591240875912408%\"\u003e\n \u003cp\u003e\u003cstrong\u003eBeta\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.773722627737227%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.408759124087592%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.686131386861314%\"\u003e\n \u003cp\u003e\u003cstrong\u003eT .value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.328467153284672%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig. T\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eSustainability Practices\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"10.94890510948905%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.993\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.591240875912408%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.997\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.773722627737227%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.997a\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.408759124087592%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.993\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.686131386861314%\"\u003e\n \u003cp\u003e\u003cstrong\u003e227.606\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.328467153284672%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.000\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003efixed Factor\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"77.73722627737226%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e.047\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\"\u003e\n \u003cp\u003e\u003cstrong\u003eAdj R2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"77.73722627737226%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e.993\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\"\u003e\n \u003cp\u003e\u003cstrong\u003eValue\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"77.73722627737226%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e51804.378\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"22.26277372262774%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig F\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"77.73722627737226%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e. 000b\u003cspan dir=\"RTL\"\u003e\u0026nbsp; \u0026nbsp;\u003c/span\u003eStatistically significant\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eSource: Statistical analysis of field study data.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe above table shows that there is a statistically significant positive effect of sustainability practices on the corporate image in Saudi companies, as the value of (R) (.997a) came at a significance level of (.000b), and sustainability practices explain 99.3% of the variance of the corporate image according to the value of R2, which means accepting the second hypothesis, which states: \u0026quot;There is a statistically significant effect at a significance level of (\u0026alpha; \u0026le; 0.05) for sustainability practices on the corporate image in Saudi companies\u0026quot;. This result is consistent with Sujanska \u0026amp; Nadanyiova (2023) who confirm that sustainability is critical for preserving a business\u0026apos;s image in recent years.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis can be attributed to the fact that companies consider sustainability as a social responsibility, and therefore, sustainability practices can positively affect the corporate image and enhance customer respect and trust.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eCompanies that adopt sustainability principles appear as inspiring and committed workplaces, which attract young talents and enhance their reputation as ambitious visionaries. Sustainability practices are also considered compliance with the environmental and social legislation specified by the government, which reflects the company\u0026apos;s commitment to the laws and contributes to improving its reputation. In addition, sustainability principles stimulate innovation and development, which enables the company to provide innovative products and services that reflect the values of sustainability. Thus, enhancing its image among customers.\u003c/p\u003e\n\u003cp\u003e3. \u0026nbsp; \u003cstrong\u003eThe third hypothesis states: \u0026quot;There is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for green leadership on organizational performance in Saudi companies.\u0026quot;\u003c/strong\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eTo verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (8) The effect of green leadership \u0026nbsp;on organizational performance\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"548\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.926873857404022%\"\u003e\n \u003cp\u003e\u003cstrong\u003eIndependent variable\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.3345521023766%\"\u003e\n \u003cp\u003e\u003cstrong\u003eB\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.979890310786105%\"\u003e\n \u003cp\u003e\u003cstrong\u003eBeta\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.162705667276052%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.79707495429616%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.893967093235831%\"\u003e\n \u003cp\u003e\u003cstrong\u003eT.value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.904936014625228%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig.T\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.926873857404022%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003eGreen leadership\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.3345521023766%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.913\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.979890310786105%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.875\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.162705667276052%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.875a\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.79707495429616%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.765\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.893967093235831%\"\u003e\n \u003cp\u003e\u003cstrong\u003e34.365\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.904936014625228%\"\u003e\n \u003cp\u003e\u003cstrong\u003e.000\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\" valign=\"top\"\u003e\n \u003cp\u003e\u003cstrong\u003efixed Factor\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e.279\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003e\u003cstrong\u003eAdj R2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e.765\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003e\u003cstrong\u003eValue\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eF\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e1180.979\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig F\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e\u003cstrong\u003e.000b\u003cspan dir=\"RTL\"\u003e\u0026nbsp; \u0026nbsp;\u003c/span\u003eStatistically significant\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eSource: Statistical analysis of field study data.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe above table shows that there is a statistically significant positive effect of green leadership on organizational performance in Saudi companies, as the value of (R) (.875a) came at a significance level of (.000b), and green leadership explains 76.5% of the variance of organizational performance according to the value of R2, which means accepting the third hypothesis, which states that there is a statistically significant effect at a significance level (\u0026alpha; \u0026le; 0.05) for green leadership on organizational performance in Saudi companies. This result goes in harmony with Khan et al. (2023) who suggest that green leadership can improve business profitability and financial performance\u003cstrong\u003e. \u0026nbsp;\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis can be attributed to the conservation of resources and improvement of efficiency, as green leaders show interest in preserving natural and environmental resources. Studies have shown that this approach enhances management efficiency and motivates better decision-making for the company.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis can also be attributed to enhancing employee satisfaction and engagement, as the green leadership approach can positively affect the extent of employee satisfaction and engagement in work, which contributes to improving organizational performance by providing a healthy and sustainable work environment. Green leaders can build more effective work teams.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e4. \u0026nbsp; The fourth hypothesis states: \u0026quot;There is a statistically significant effect at a significance level (\u0026alpha; \u0026le;0.05) for green leadership on the corporate image in Saudi companies\u0026quot;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo verify the validity of this hypothesis, simple linear regression analysis was used, and the following table shows this:\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable No. (9) The effect of green leadership on the corporate image\u003c/strong\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"548\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.926873857404022%\"\u003e\n \u003cp\u003e\u003cstrong\u003eIndependent variable\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.3345521023766%\"\u003e\n \u003cp\u003e\u003cstrong\u003eB\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.979890310786105%\"\u003e\n \u003cp\u003e\u003cstrong\u003eBeta\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.162705667276052%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.79707495429616%\"\u003e\n \u003cp\u003e\u003cstrong\u003eR2\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.893967093235831%\"\u003e\n \u003cp\u003e\u003cstrong\u003eT.value\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.904936014625228%\"\u003e\n \u003cp\u003e\u003cstrong\u003eSig.T\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.926873857404022%\" valign=\"top\"\u003e\n \u003cp\u003eGreen leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"11.3345521023766%\"\u003e\n \u003cp\u003e.845\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.979890310786105%\"\u003e\n \u003cp\u003e.857\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.162705667276052%\"\u003e\n \u003cp\u003e.857a\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.79707495429616%\"\u003e\n \u003cp\u003e.735\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"13.893967093235831%\"\u003e\n \u003cp\u003e31.673\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"15.904936014625228%\"\u003e\n \u003cp\u003e.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\" valign=\"top\"\u003e\n \u003cp\u003efixed Factor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.683\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eAdj R2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.734\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eValue\u003cspan dir=\"RTL\"\u003e\u0026nbsp;\u003c/span\u003eF\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e1003.210\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"19.89051094890511%\"\u003e\n \u003cp\u003eSig F\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"80.1094890510949%\" colspan=\"6\"\u003e\n \u003cp\u003e.000b\u003cspan dir=\"RTL\"\u003e\u0026nbsp; \u0026nbsp;\u003c/span\u003eStatistically significant\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eSource: Statistical analysis of field study data\u003c/p\u003e\n\u003cp\u003eThe above table shows that there is a statistically significant positive effect of green leadership on the corporate image in Saudi companies, where the value of (R) (.857a) came at a significance level of (.000b), and green leadership explains 73.5% of the variance of the corporate image according to the value of R2, which means accepting the fourth hypothesis, which states that \u0026quot;there is a statistically significant effect at a significance level of (\u0026alpha; \u0026le; 0.05) for green leadership on the corporate image in Saudi companies\u0026quot;.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThis can be attributed to the fact that companies that adopt green leadership principles show a greater commitment to sustainability, which reflects a positive aspect on company policies and public relations, and that\u003c/p\u003e\n\u003cp\u003eGreen leadership can help attract and retain talented talents and environmental advocates who are interested in working for a company with a sustainability vision, in addition to the fact that green companies can enjoy a positive image in the eyes of the public and consumers, which leads to enhancing public relations.\u003c/p\u003e"},{"header":"Results","content":"\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;There is a statistically significant positive effect of sustainability practices on organizational performance in Saudi companies, where the value of (R) (.899a) came at a significance level of (.000b).\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;There is a statistically significant positive effect of sustainability practices on the corporate image in Saudi companies, where the value of (R) (.997a) came at a significance level of (.000b).\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;There is a statistically significant positive effect of green leadership on organizational performance in Saudi companies, where the value of (R) came at (.875a) at a significance level of (.000b).\u003c/p\u003e\n\u003cp\u003e- \u0026nbsp; \u0026nbsp;There is a statistically significant positive effect of green leadership on the corporate image in Saudi companies, where the value of (R) came at (.857a) at a significance level of (.000b).\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Define a clear vision for sustainability and green leadership by senior management and ensure commitment to implementing this vision at various levels of the organization.\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Provide training and education for employees on the concepts of sustainability and green leadership and enhance their awareness of the importance of these principles and how to apply them in their daily work.\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Develop sustainable policies: Establish internal policies that encourage sustainable practices and motivate the adoption of responsible environmental, economic, and social behaviours.\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Use clean and advanced technology to reduce waste and harmful emissions and improve the efficiency of resource consumption.\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Encourage innovation, research, and development in the field of sustainability and green leadership, to develop new and effective solutions that contribute to improving organizational performance.\u003c/p\u003e\n\u003cp\u003e-\u0026nbsp; \u0026nbsp;\u0026nbsp;Set specific performance indicators to measure the impact of sustainability and green leadership practices on organizational results and conduct periodic evaluations for continuous improvement.\u003c/p\u003e\n\u003cp\u003e- \u0026nbsp; \u0026nbsp;Enhance internal and external communication about sustainability and green leadership efforts and adopt a culture of transparency and social responsibility towards society.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthics approval and consent to participate\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study was approved by the Institutional Review Board (IRB) of: Arab Academy for Management, and conducted in accordance with the ethical guidelines outlined in the Declaration of Helsinki, with all participants providing informed consent prior to participation.\u003c/p\u003e\n\u003cp\u003eI confirm that I have read, understand, and agreed to the submission guidelines, policies, and submission declaration of the journal.\u003c/p\u003e\n\u003cp\u003eI confirm that all authors listed on the title page have contributed significantly to the work, have read the manuscript, attest to the validity and legitimacy of the data and its interpretation, and agree to its submission.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent for publication\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Applicaple\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAvailability of data and materials\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eI confirm that the manuscript is the authors\u0026apos; original work and the manuscript has not received prior publication and is not under consideration for publication elsewhere.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting interests\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Applicaple\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Applicaple\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthors\u0026apos; contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Applicaple\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgements\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eNot Applicaple\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAlbatayneh, R. M. S. (2014). \u003cem\u003eThe Effect Of Corporate Sustainability Performance On The Relationship Between Corporate Efficiency Strategy And Corporate Financial Performance\u003c/em\u003e (Unpublished Doctor Dissertation), Universiti Utara Malaysia, Malaysia. \u003c/li\u003e\n\u003cli\u003eAlhadid, A. Y., \u0026amp; Abu-Rumman, A. H. (2014). The Impact of Green Innovation on Organizational Performance, Environmental Management Behavior as a Moderate Variable: An Analytical Study on Nuqul Group in Jordan. \u003cem\u003eInternational Journal of Business and Management, 9\u003c/em\u003e(7), 51-58. \u003c/li\u003e\n\u003cli\u003eAl-Sawy, M. M. R. (2023). Greening the Workplace: The Power of a Positive Climate and Leader Influence on Employee Behaviour. \u003cem\u003eJournal of Business Research, 45\u003c/em\u003e(3), 4-45. \u003c/li\u003e\n\u003cli\u003eBathmanathan, V., \u0026amp; Hironaka, C. (2016). Sustainability and business: what is green corporate image? \u003cem\u003eIOP Conf. Series: Earth and Environmental Science, 32\u003c/em\u003e(2016), 1-4. \u003c/li\u003e\n\u003cli\u003eBernal-Torres, C. A., Torres-Guevara, L. E., Aldana-Bernal, J. C., Nicola\u0026acute;s-Rojas, Y. W., \u0026amp; Pando-Ezcurra, T. T. (2023). The Moderating Role of Innovation in the Relationship Between Business Sustainability and Organizational Performance in Companies of an Emerging Economy. \u003cem\u003eSAGE Open, 2023\u003c/em\u003e, 1-21. \u003c/li\u003e\n\u003cli\u003eCapital Market Authority. (2023). ESG and Financial Sustainability: The Role of Saudi Corporate. Kingdom of Saudi Arabia. \u003c/li\u003e\n\u003cli\u003eChen, X., \u0026amp; Xu, L. (2022). A \u003cem\u003eCorpus-based Study of Corporate Image Represented in Corporate Social Responsibility Report: A Case Study of China Mobile and Vodafone\u003c/em\u003e. European Language Resources Association (ELRA). \u003c/li\u003e\n\u003cli\u003eCherian, J., \u0026amp; FAROUK, S. (2017). Impact Of Sustainable Human Resource Practices On Organizational Performance. \u003cem\u003eInternational Journal of Management and Applied Science, 3\u003c/em\u003e(8), 34-39. \u003c/li\u003e\n\u003cli\u003eDam, D. X., Cong, L. C., Anh, P. T. T. \u0026amp; Thao, N. T. P. (2023). The Influence of Green Organisational Leadership on Green Innovation Practices in the Hospitality Industry: An Empirical Study in Vietnam. \u003cem\u003eAPJIHT, 12\u003c/em\u003e(1), 1\u0026ndash;18. \u003c/li\u003e\n\u003cli\u003eDzage, E. J., \u0026amp; Pierog, A. (2023). Corporate social responsibility and sustainability in the context of change \u0026ndash; influence of the stakeholder theory. \u003cem\u003eSEA Practical Application of Science, XI\u003c/em\u003e(33), 153-164. \u003c/li\u003e\n\u003cli\u003eEuropean Union. (2022). \u003cem\u003eHandbook on Green Leadership in Hotel Management\u003c/em\u003e. European Union Publication. \u003c/li\u003e\n\u003cli\u003eFauzi, N. S., Johari, N., Zainuddin, A., \u0026amp; Chuweni, N. N. (2021). The Importance Of Sustainability Implementation For Business Corporations. \u003cem\u003eJournal of the Malaysian Institute of Planners, 19\u003c/em\u003e(3), 237 \u0026ndash; 248. \u003c/li\u003e\n\u003cli\u003eFestus, O., \u0026amp; Osagie, O. (2023). Corporate Sustainability And Organizational Performance In Selected Table Water Manufacturing Companies In Benin City Nigeria. \u003cem\u003eAdvance Journal of Business \u0026amp; Entrepreneurship Development, 7\u003c/em\u003e(1), 42-56. \u003c/li\u003e\n\u003cli\u003eGallegos, F. C., Julcamoro, Y. L., \u0026amp; Miranda-Guerra, M. (2024). Corporate Social Responsibility and Corporate Image in the Food Services Sector: A Quantitative Research Study in Cajamarca, Peru. \u003cem\u003eIBIMA Business Review, \u003c/em\u003e2024, 1-9. \u003c/li\u003e\n\u003cli\u003eHertlein, D. H. (2017). \u003cem\u003eSustainability is the new black? How are sustainable practices manifested as core part of luxury brand identities?\u003c/em\u003e (Unpublished Master Dissertation), Erasmus University Rotterdam, Rotterdam. \u003c/li\u003e\n\u003cli\u003eHu, X.; Li, R.Y.M.; Kumari, K.; Ben Belgacem, S.; Fu, Q.; Khan, M.A.; Alkhuraydili, A.A. Relationship between Green Leaders\u0026rsquo; Emotional Intelligence and Employees\u0026rsquo; Green Behavior: A PLS-SEM Approach. \u003cem\u003eBehav. Sci., 13\u003c/em\u003e(25), 1-18. \u003c/li\u003e\n\u003cli\u003eIbrahim, F. I. A. (2022). The Role of Small Businesses in Sustainability. \u003cem\u003eInternational Journal Of Humanities And Language Research, 5\u003c/em\u003e(2), 1-12.\u003c/li\u003e\n\u003cli\u003eJafari, M. (2017). \u003cem\u003eAssessing the Impact of Sustainable Practices on Organizational Performance\u003c/em\u003e (Unpublished Master Dissertation), Concordia University, Quebec. \u003c/li\u003e\n\u003cli\u003eJaved, M. S., Rehman, M., Miah, N., Melon, M. H., Hossain, A., \u0026amp; Quimada, N. E. (2024). The Importance Of Green Leadership And Green Communication Allies In The Potential To Promote A Sustainable Practice And Reduced A Negative Impact On Human Activities On Environment In Management. \u003cem\u003eMigration Letters Volume: 21\u003c/em\u003e(S13), 74-93. \u003c/li\u003e\n\u003cli\u003eJuniarti, A. T., Setia, B. I., Alghifari, E. S., \u0026amp; Sya\u0026apos;roni, D. A-W. (2024). Green Leadership And Competitive Advantage: The Role Of Mediation From Knowledge Management And Talent Management. \u003cem\u003eJournal Of Eastern European And Central Asian Research, 11\u003c/em\u003e(3), 588-603. \u003c/li\u003e\n\u003cli\u003eKhan, R. U., Saqib, A., Abbasi, M. A., Mikhaylov, A., \u0026amp; Pinter, G. (2023). Green Leadership, environmental knowledge Sharing, and sustainable performance in manufacturing Industry: Application from upper echelon theory. \u003cem\u003eSustainable Energy Technologies and Assessments, 60\u003c/em\u003e(2023), 1-11. \u003c/li\u003e\n\u003cli\u003eMakūnaitė, G., \u0026amp; Kiau\u0026scaron;ienė, I. (2022). The Impact of Corporate Image on Consumer Engagement in Sustainable Consumption. 17th Prof. Vladas Gronskas International Scientific Conference Kaunas: Vilnius University Kaunas Faculty, 2nd of December, 2022. \u003c/li\u003e\n\u003cli\u003eMegahed, N., Ismaeel, W., \u0026amp; George, W. (2022). Impact of Corporate Sustainability on Organizational Performance: A Quantitative Evidence from MENA Region\u0026apos;s Industrial Sector. 2021 Third International Sustainability and Resilience Conference: Climate Change, Bahrain. \u003c/li\u003e\n\u003cli\u003eMostepaniuk, A. (2022). Environmental Sustainability: The Complex Nature of Managerial Activities. \u003cem\u003eLjubljana School of Business\u003c/em\u003e, 2022, 44-59. \u003c/li\u003e\n\u003cli\u003eNurasa, H., Putri, S. S. U., Abdillah, A., and Widianingsih, I. (2024). Green Leadership in Policy Making Towards Sustainable Future: Systematic Critical Review and Future Direction. \u003cem\u003ePol. J. Environ. Stud., 33\u003c/em\u003e(X), 1-16\u003c/li\u003e\n\u003cli\u003eOlaoye, B. G., Iyiola, O. O., \u0026amp; Moses, C. L. (2019). Corporate Social Responsibility for Sustainable Corporate Image, and Competitive Performance of Manufacturing Firms in Nigeria. \u003cem\u003eInternational Journal of Recent Technology and Engineering (IJRTE), 8\u003c/em\u003e(1), 2219- 2226. \u003c/li\u003e\n\u003cli\u003ePaurova, V., \u0026amp; Chlebikova, D. (2020). Sustainability as part of corporate identity in conditions of globalization. \u003cem\u003eSHS Web of Conferences, 74\u003c/em\u003e(2020), 1-8. \u003c/li\u003e\n\u003cli\u003ePawaskar, A. S., \u0026amp; Khan, M. A. (2021). A Study On Sustainability Practices And Its Impact On Overall Organizational Performance In Small And Medium Sized Enterprises. \u003cem\u003eIJCRT, 9\u003c/em\u003e(12), a50-a67. \u003c/li\u003e\n\u003cli\u003ePham, D. C., Do, T. N. A., Doan, T. N., Nguyen, T. X. H., \u0026amp; Pham, T. K. Y. (2021). The impact of sustainability practices on financial performance: empirical evidence from Sweden. \u003cem\u003eCogent Business \u0026amp; Management, 8\u003c/em\u003e(2021), 1-19. \u003c/li\u003e\n\u003cli\u003eSalimzadeh, P. (2016). \u003cem\u003eSustainablePractices in Small and Medium Sized Enterprises in Regional Australia\u003c/em\u003e (Unpublished Doctor Dissertation), Federation University Australia, Australia. \u003c/li\u003e\n\u003cli\u003eSana, A. (2022). Impact of Sustainability Practices on Organizational Financial Performance. \u003cem\u003eIndian Journal of Economics and Business, 21\u003c/em\u003e(2), 713-728.\u003c/li\u003e\n\u003cli\u003eSaudi Vision 2030. (2016). \u003cem\u003eKingdom of Saudi Arabia\u003c/em\u003e. Government of Saudi Arabia \u003c/li\u003e\n\u003cli\u003eSopiah, Sangadji, E.M., \u0026amp; Islami, M. I. (2024). Effect of Green Transformational Leadership on Organizational Environmental Performance: The Role of Green Human Resource Management Practices (Study on SMEs in The Embroidery Sector). \u003cem\u003eInt. Journal of Economics and Management, 18\u003c/em\u003e(1), 53-72. \u003c/li\u003e\n\u003cli\u003eSu, X., Xu, A., Lin, W., Chen, Y., Liu, S., \u0026amp; Xu, W. (2020). Environmental Leadership, Green Innovation Practices, Environmental Knowledge Learning, and Firm Performance. \u003cem\u003eSAGE Open\u003c/em\u003e, 2020, 1\u0026ndash;14. \u003c/li\u003e\n\u003cli\u003eSujanska, L., \u0026amp; Nadanyiova, M. (2023). Sustainable Marketing And Its Impact On The Image Of The Company. \u003cem\u003eMarketing and Management of Innovations, 2\u003c/em\u003e(2023), 51-57. \u003c/li\u003e\n\u003cli\u003eSusanto F., Arafah W., \u0026amp; Husin, Z. (2017). Ambidextrous Sustainability And Manufacturing Industry Performance: The Role Of Potential Noneconomic Benefits As Mediation Pathways. \u003cem\u003ePolish Journal Of Management Studies,\u003c/em\u003e \u003cem\u003e16\u003c/em\u003e(2), 278- 289. \u003c/li\u003e\n\u003cli\u003eVaishnani, H., \u0026amp; Parmar, R. (2021). Sustainable Business Practices And Organizational Performance: A Systematic Review. \u003cem\u003eInternational Journal of Advanced Research in Commerce, Management \u0026amp; Social Science (IJARCMSS), 4\u003c/em\u003e(2), 37-46. \u003c/li\u003e\n\u003cli\u003eWang, Y.; Tian, C.; Jiang, X.; Tong, Y. Development of Scales for the Measurement of Executive Green Leadership and Exploration of Its Antecedents. \u003cem\u003eSustainability, 15\u003c/em\u003e(2023), 1-17.\u003c/li\u003e\n\u003cli\u003eWidyastuti, S., Indriati, T., Widyastuti, B. R., \u0026amp; Muwazir, M. R. (2019). Developing A Green Corporate Image: An Achievement For Competitive Advantage Through Organizational Culture And Green Marketing Strategy. \u003cem\u003eRevista San Gregorio, 36\u003c/em\u003e(2019), 292-309. \u003c/li\u003e\n\u003cli\u003eZain, F., Abbas, M. Z., \u0026amp; Ali, M. R. (2023). Achieving Sustainable Business Performance Through Green Transformational Leadership, Green Innovation \u0026amp; Corporate Social Responsibility. \u003cem\u003eJournal of Social Research Development, 4\u003c/em\u003e(1), 201-216. \u003c/li\u003e\n\u003cli\u003eZameer, H., Yasmeen, H., Wang,Y., \u0026amp; Saeed,M. R. (2024). Sustainability-oriented corporate strategy: green image and innovation capabilities. \u003cem\u003eManagement Decision, 62\u003c/em\u003e(6), 1750-1774. \u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Arab Academy for Management, Banking and Financial Sciences","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":true,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Sustainability Practices, Green Leadership, Organizational Performance, Corporate Image","lastPublishedDoi":"10.21203/rs.3.rs-5051342/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5051342/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe main objective of the study was to identify the impact of sustainability practices and green leadership on organizational performance and corporate image in Saudi enterprises. The researcher relied on the descriptive analytical method as a research methodology. The sample consisted of (364) individuals from Saudi companies who were selected using a systematic random technique. The researcher formulated a questionnaire as the main tool for collecting data from the study sample. The findings of the study revealed that there were statistically significant positive effects of sustainability practices and green leadership dimensions on organizational performance and corporate image in Saudi enterprises. The researcher recommended establishing internal policies that encourage sustainable practices and motivate the adoption of responsible environmental, economic, and social behaviours.\u003c/p\u003e","manuscriptTitle":"Impact of Sustainability Practices and Green Leadership on Organizational Performance and Corporate Image: Evidence from Saudi Enterprises","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-09-10 07:26:20","doi":"10.21203/rs.3.rs-5051342/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"faa002cd-f6a4-472b-a084-b06c66dadbf8","owner":[],"postedDate":"September 10th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":37269330,"name":"Management"}],"tags":[],"updatedAt":"2024-09-10T07:26:20+00:00","versionOfRecord":[],"versionCreatedAt":"2024-09-10 07:26:20","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5051342","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5051342","identity":"rs-5051342","version":["v1"]},"buildId":"qtupq5eGEP_6zYnWcrvyt","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}